On June 2, people took center stage at the^4th edition of the Rencontres Internationales de la Supply Chain (RISC): management, communication, critical skills, Gen Z, white-collar vs. blue-collar workers… These topics were explored from various perspectives through a roundtable discussion, a survey on the new expectations of young people, and interactive workshops. Here’s a glimpse of what you missed.

Interpersonal skills have become a non-negotiable hiring criterion, sometimes taking precedence over technical expertise.Duringthe roundtable discussion “ “Managing Tomorrow: Addressing Employee Retention Challenges and Maintaining Performance,” the speakers emphasized the importance of putting people at the heart of what can be challenging professions: “Soft skills are absolutely critical,” said Sophie Roquemont, HR Director for the Supply Chain atAlstom. 

This was a direct response to Tatiana Brillant’s opening remarks at the start of the day, in which she emphasized the importance of teamwork and knowing how to surround oneself with the right people in the supply chain and within a global group. Supply chain managers cannot be experts in every field; they must therefore be able to rely on their team, master the principles of intercultural collaboration, and bring the company’s vision and a shared goal to life.

Two workshops led by Aurélie Delemarle, Principal at Argon & Co, were held in the afternoon to continue working on a shared framework for the LAB Richesses Humaines and to analyze critical roles* and the associated skills.

Results: 22 professions were identified and classified into 4 clusters based on the nature of the skills required and the way the profession is practiced. Key hard and soft skills, barriers, and levers for actionare detailed in each fact sheet.

*a position where a vacancy or a skills shortage jeopardizes the company’s operational performance, workflow continuity, or ability to adapt

While Gen Z is well known for its new approach to challenging workplace norms, management is no exception. In his introduction to the roundtable discussion, Rodrigue Branchet Fauvet, a permanent member of the association’s LAB Jeunes, presented a study conducted among 113 young people enrolled in master’s programs in supply chain or logistics:

• 81% cite skill development as a key factor in their engagement;
• 78% want clear career advancement opportunities.

These are not demands for comfort, but rather an expectation of clarity about their future—which requires a manager capable of supporting them, not just directing them. This view was shared byXavier Guichard,president ofManutan: “There is a need for purpose, managerial closeness, and a flat organizational structure. I think the days of the micromanaging boss are over.”

As Sophie Roquemont also noted , “We need to allow employees to look toward the future, because they are indeed seeking meaning and attractive compensation. But if we can also give them the opportunity to grow and explore other possibilities, that’s very important.”

The 3 Key Findings from the Study on Young People's Expectations of Management

This need for meaning and clarity was also discussed during the collaborative sessions of the LAB Jeunes. One common issue was highlighted: students in work-study programs sometimes find themselves in permanent positions without the necessary framework or support. The manager’s role, then, is to train these young people by refocusing their tasks, clarifying deliverables, distinguishing between urgent and plannable tasks, and helping them prioritize.

The Graduate Programs were cited as examples because, beyond being HR initiatives, they provide direction and help employees envision their future: rotations, mentoring, hands-on experience in the field… all of these are milestones that give meaning to the experience.

While remote work has become one of the factors that attract young people today, Yasmine Iamarène explained that certain jobs necessarily require physical presence. The challenge is not to deny this reality but to explain it and adapt where possible. Xavier Guichard, for his part, emphasizes the need to offer clear career prospects, including to “blue-collar workers” (those on the front lines), to maintain long-term commitment.

The Lab Jeunes survey quantified the extent of the wait:

• 70% of young people cite the need to disconnect as a key factor;
• Nearly 80% are in favor of flexible schedules. Remote work, flexible hours, the right to disconnect… For many, the requirement to be present on-site is seen as a sign of mistrust.

In the afternoon, during the workshops, our members were able to exchange ideas and share their experiences and perspectives based on their respective companies. The two collaborative sessions of the Youth LAB put these figures to the test. The discussions focused on professional fulfillment and work-life balance.

LAB Jeunes Workshop at RISC 2026 (Photo credit: Nathalie Vergès Photography)

They did not reveal a generational divide, but rather a desire for clarity. It is not the constraint itself that causes frustration among young people, but rather the lack of transparency on what is and isn't possible, and why.

The workshop also addressed a more serious topic: burnout. Insidious and difficult to detect, it has now become a major concern for companies. At Alstom, for example, managers are trained to detect early warning signs with the support of psychoanalysts, which shows that prevention has become a key issue in HR governance.